SITXHRM006 Monitor staff performance

Assessment Task 1: Short Answer Questions

Student instructions
You are required to address all questions to achieve competence. Your trainer will provide you with instructions
for time frames and dates to complete this assessment.
Once completed, carefully read the responses you have provided and check for completeness. Your trainer will
provide you with feedback and the result you have achieved.

Question 1: How does a well-defined job description help the business?

your employees will perform better when they know what you expect of them, and those
expectations are clearly defined. The job description describes the work to be done by
outlining the essential duties, competencies, qualifications, authority for decision-making, and
impact of a given position on the organization

Question 2: When applying targets they should follow the SMART principle. What does SMART
stand for?
SMART goal setting gives your goals and objectives structure and trackability. SMART goal setting,
as opposed to vague resolutions, creates verifiable trajectories towards a specific objective, with
clear milestones and an estimation of the goal's attainability. Every goal or objective, from the
intermediate step to the overarching goal, can be made S.M.A.R.T. and thus brought closer to
reality. SMART goal setting is one of the most effective and yet least used tools for achieving goals
in business. After you've sketched out the broad strokes of your project, it's time to zero in on
specific intermediary objectives. You can assess your objectives using the SMART checklist. SMART
goal setting also promotes transparency throughout the organization. It explains how goals came
to be and the criteria that will govern their realization. What does SMART stand for?

 S: Specific
 M: Measurable
 A: Achievable
 R: Relevant
 T: Time

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 Question 3: List 10 criteria which are often used in performance appraisals in the TH&E industry
that can help you monitor the ongoing performance of staff.
1.teamwork

2.up-selling and on-selling

3.response time

4.productivity

5.decision-making abilities

6.quality and accuracy of work

7.meeting customer service standards

8.adherence to dress codes

9.personal presentation

10.punctuality and attendance

Question 4: When should you provide your employees with feedback?

If there is a specific issue that is not being dealt with, I will need to explore the reasons for
That failure with the team. Both positive and negative feedback should be given
Throughout the course of the team's operation.
You need to do the following things:

Give credit where credit is due

Give constructive criticism
Explain reasons for doing specific things
Provide guidance
Exercise controls fairly

Question 5: List 4 functions of coaches and mentors.

1.sponsor

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 2.teacher

3.counseller

4.cheerleader

Question 6: Giving feedback helps guide and support your staff. ‘Giving credit where credit is
due is one example’. List 3 others.
1.Advising on opportunities for training and development
2. Confirming organizational goals and key performance indicators
3. Making certain that adequate resources are available

Question 7: List 3 ways to identify if a staff member might need further coaching or training.
1. Individual development plans should be created as the first step in developing employees. It is
critical to meet with the employee and discuss personal interests and career goals.

2. Organizational analysis is the evaluation of an organization's training needs in response to

changes in products, equipment, technology, teams, or in response to economic or political
factors.

3. Task analysis, the information is most often gathered from performance reviews and appraisal
systems. We may seek feedback from employees on their recommendations on how to solve
problems

Question 8: List 5 strategies you might take to prevent performance problems.

 1. Encourage participation in decision-making
 2. Allow some measure of control over work processes
 3. Provide adequate training and advise on training opportunities
 4. Use motivational techniques
 5. Ensure a safe and fair workplace

Question 9: What is the first step in resolving a performance problem?

For all employers, the first step is to determine whether a complaint or concern warrants a formal
or full-scale investigation, or whether the issues can be addressed through less formal, mediated
discussions between the workers involved.

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 Question 10: List 3 possible solutions to performance problems.
1. Ongoing or recurring issues may necessitate a more thorough solution. If a performance issue is
caused by a lack of necessary skills, then corrective training and goal setting may be appropriate
solutions. Given the costs of finding, hiring, inducting, and training new employees, it is frequently
prudent to determine whether additional training would provide a better solution.

2. If an employee is having trouble coping with the amount of work, then you must assess
whether the workload is reasonable. It may be necessary to distribute the workload more equally

3. Effective communication with the employee will allow you to identify the problem and work
together to find a solution. It is critical to remember that any solution you implement must be
agreed upon by the employee; otherwise, the solution will fail.

Question 11: If you find that performance issues are ongoing what are some steps you might
take? What policies and procedures must be followed?
1. Determine the issue
It is critical to understand the key drivers of workforce performance or underperformance.
It is also critical to correctly and precisely identify the problem. Some common causes of poor
performance are discussed further in this guide.

2. Assess and analyze the problem once the problem has been identified and assessed, the
employer should organize a meeting with the employee to discuss the problem. The employer
should let the employee know the purpose of the meeting in advance so they can adequately
prepare for the meeting.

3. Meet with the employee to discuss the problem It is important that the meeting takes
place in private and in an environment that is comfortable and non-threatening, away from
distractions and interruptions.

4.Co-create a solution
Wherever possible, a solution should be developed in collaboration with the employee.
Employees who have contributed to the solution are more likely to accept and implement it.

5.Keep track of performance

The employer should continue to provide feedback and encouragement while monitoring the
employee's performance. Even if there is no longer a problem, a meeting to review and discuss
the employee's performance should be held. This allows both parties to recognize that the

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 problem has been resolved. The employer should provide both positive and negative feedback to
the employee and collaborate with the employee to ensure that performance gains are sustained.

Termination of employment If an employee's performance does not improve to an acceptable

standard, termination of their employment may be an option. Employers cannot dismiss their
employees in circumstances that are "harsh, unjust or unreasonable". What is harsh, unjust or
unreasonable will depend on the circumstances of each case. However, it is important to be fair
to employees particularly when it comes to termination of employment. They should be given
reasons for dismissal and an opportunity to respond to those reasons

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 Question 12: What does a formal grievance procedure usually involve?
A grievance is generally defined as an employee's claim that he or she has been harmed as a
result of a misinterpretation or misapplication of a written company policy or collectively
bargained agreement. Employers typically implement a grievance procedure to address
grievances. A collective bargaining agreement may also include a grievance procedure. A
grievance procedure is a method of internal dispute resolution in which an employee's grievances
can be addressed. Most collective bargaining agreements include grievance filing and resolution
procedures. The employee, union representatives, and members of the employer's management
team are typically involved in the processes in a union environment. Grievance procedures may
differ slightly from one employer to the next and between collective bargaining agreements.
However, most will share certain general processes. Grievances are brought to the attention of
the employee's immediate supervisor. This could be an informal process or the start of a formal
process. In most cases, it will be necessary to submit the grievance in writing using a grievance
form. The supervisor and the union representative will usually review the grievance to see if it is
valid. Furthermore, most grievance procedures will require that the submission take place within
a certain timeframe following the event or incident.

Question 13: Why is it important to have accurate records of any disciplinary procedures?
Given that disciplinary action, especially if it leads to a dismissal, can lead to a tribunal situation,
it's vital that employers can produce a proper paper trail that establishes the validity of their
disciplinary procedures. Part of this is being able to demonstrate that an employee has been
treated fairly and in a way that's consistent with the treatment of other employees in comparable
situations.

Question 14: Name and describe 3 methods of reviewing performance.

1. Behavioral

Description: The behavioral checklist is exactly what it sounds like: a checklist of behaviors an
employee must exhibit to be considered a valuable member of the team.

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 2. A ratings scale

Description: The most common method of performance evaluation is a rating scale or grading
system. This method is based on a set of criteria developed by the employer, which can include
behaviors, traits, competencies, or completed projects against which employees are evaluated.

3. A self-evaluation

Description: A self-evaluation requires an employee to evaluate his or her own performance in

relation to predetermined criteria. Typically, the self-evaluation is considered during an official
performance review to allow for a more in-depth discussion and to ensure employees understand
how they will be evaluated.

Question 15: Why is analysis of performance data useful? What must be considered when
analysing performance data in preparation for a performance review?
The "construction phase" of your performance measurement is data analysis. Data analysis entails
deciding which analysis to perform for each question, preparing data for analysis, and
summarizing results. Plan how you will analyze your data before you begin your data analysis.
Consider the groups for which you want to report data first. Refer to your intended result or
targets to determine whether your unit of analysis will be a collection of individuals, groups, or
activity locations (e.g., park users, school district principals, and blocks within a neighborhood).
This will assist you in selecting appropriate tools to include in the analysis as well as identifying
appropriate types of analyses. Then, for each question, select a type of analysis: frequency,
percent distribution, mean, change in score from pre-test to post-test, or content analysis. List the
type of analysis you intend to conduct next to each question on your instrument. Organize all of
the forms you received for each survey, test, or interview. Following that, you may want to
remove forms that are significantly incomplete or make no sense. Keep track of the number of
forms you remove and the reasons for their removal. You should include this in your report.
Assign identification numbers (ID) to each form to help keep track of which forms you have
processed

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 Question 16: Name 5 aims of a performance management system.
1. Boosting the performance of the employees by encouraging employee empowerment,
motivation and implementation of an effective reward mechanism.

2. To help the employees in identifying the knowledge and skills required for performing the job
efficiently as this would drive their focus towards performing the right task in the right way

3. Identifying the barriers to effective performance and resolving those barriers through constant
monitoring, coaching and development interventions.

4. Promoting a two way system of communication between the supervisors and the employees for
clarifying expectations about the roles and accountabilities, communicating the functional and
organizational goals, providing a regular and a transparent feedback for improving employee
performance and continuous coaching.

5. To enable the employees towards achievement of superior standards of work

performance

Question 17: Any criticism given during the review should be what?
Constructive criticism can help you steer clear of bad habits and towards good ones. Try to be
objective and look at what you're offering as if it weren't yours. This can be especially difficult
when you're deeply involved in a project, but if you can take a step back, you might be able to see
how to improve your working method and avoid any negative outcomes down the road. Did you
require a more detailed brief? Was there anything you overlooked during the project's early
stages? Is the performance deadline too ambitious?

Question 18: What do you do with completed performance records?

Each company will have its own policy for keeping performance records. Original copies are
frequently given to employees for safekeeping. Copies of the records are given to the Manager
and the Human Resources department for filing. All records should be kept in a safe and secure

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 location. All paperwork should be completed on time and made available to all parties as soon as
possible.

Question 19: What are the advantages of an employee agreeing to a course of action during a
performance review?
The advantages of an employee’s agreeing are following

 Greater output
Simply because there are more people involved, each with different experience, knowledge,
points of view, and values, a greater number and variety of problem-solving ideas can be
generated.

 Cross pollination
The exchange of ideas can stimulate the imagination, encouraging people to consider ideas they
might not have considered otherwise.

Increased risk
Taking Shared responsibility makes individuals more willing to take risks. The discussion of
different points of view also helps the group to be more realistic in assessing the risks associated
with particular courses of action.

Question20: For YOUR organisation or industry, describe the procedures for performance
appraisal, counselling sessions and grievance procedures. Are there any areas that
need to be reconsidered for inclusion?
Your response must include the procedures that exist in the organisation. If you are
not working in industry, provide an overview what this procedures entail based on
your studies.

A policy is a statement that outlines how human resource management issues will be handled in
an organization. It communicates an organization's values as well as its expectations of employee
behavior and performance. Workplace policies frequently reinforce and clarify standard operating
procedures. Well-written policies help employers manage employees more effectively by clearly
defining acceptable and unacceptable workplace behavior and outlining the consequences of not
following those policies. A workplace policy consists of a statement of purpose and one or more
broad guidelines on the actions to be taken to achieve that purpose. The statement of purpose
should be written in simple, non-jargon terms. The length of the policy may differ depending on

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 the issue addressed.

Policy may allow discretion in its implementation and the basis of that discretion should be stated
as part of the policy. A policy may also be required where there is a diversity of interests and
preferences, which could result in vague and conflicting objectives among those who are directly
involved. A variety of procedures, tools, techniques and guidance documents have been
developed to assist psychologists in effectively addressing the above types of issues and
problems. Notably, psychologists have rigorously developed both standardized and more
situational-specific procedures and techniques for assessing the three primary elements in
a work system the worker, the work itself, and the work context. In regard to the
assessment of worker characteristics, these procedures would include tests and other means
for evaluating more stable individual differences such as cognitive abilities, personality
characteristics, values, and physical abilities and more transient characteristics or work behaviors.
In addition, numerous procedures have been developed for analyzing the content and human
requirements of work, collectively referred to as job analysis procedures. With respect to the
evaluation of work context variables, procedures have been developed to assess and
effectively manage organizational culture and climate, organizational reward systems, and the
design of organizations. We cannot guarantee that the information applies to the
individual circumstances of your business. Despite our best efforts it is possible that some
information may be out of date

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